Adopting Proactive Knowledge Use as an Innovation: The Case of a Knowledge Management System in Rheumatology

The aim of the study is to present a tentative framework to explore and investigate the drivers and barriers of adoption of the innovation of proactive knowledge use in connection to a knowledge management system (KMS) in health care. Semi-structured interviews were performed with champion implementers and physicians using the KMS along with a document analysis depicting significant events of the implementation process. The findings from the study suggested that drivers of the innovation were the characteristics of change agents, quality improvement, budget control and knowledge brought to the physician-patient dialogue by the KMS. In particular, there were indications of the KMS facilitating the process of making tacit knowledge explicit in the physician-patient dialogue. Identified barriers towards the innovation were resistance from clinical management, lack of motivation to share knowledge, lack of time and perceived flaws in the interface and compilation of data in the KMS

Developing Sustainable Competitive Advantage Through Knowledge Management

Abstract: Today the general business environment is inundated with a plethora of challenges that can spur only those businesses sound strategies have chances of surviving the competition. The higher education landscape is facing fierce competition from some institutions that have introduced duplicate or differentiated educational programmes and courses. Knowledge management (KM) plays an indispensable role of acting as a precursor to attaining a more comprehensive and sustainable competitive advantage. It is imperative therefore that each and every organisation takes as a necessary step, self-reflection and audit areas of its gain and those that require redemption and correction. In the majority of cases this information is evident in the organisation’s knowledge management repositories. Having this information and being able to harvest actionable information is the greatest challenge faced by the business world. Managers and strategy implementers need to be schooled on how to exploit the massive mountains of data that are already archived and those that are being generated on daily basis. Knowledge is fast becoming a strategic organisational resource that must be tapped and converted into competitive advantage [1]. The use of information technology (IT) and relevant information systems (IS) has helped organisations generate relevant information that an organisation needs to use to make informed decisions. Knowledge management system (KMS) be used to produce information that can give some insights about business performance and the organisation can whack into these skills and expertise to bolster its competitive advantage over the external competition. This work advocates for knowledge management to be implemented in an organisation as a guaranteed strategy to survive the dynamic changes currently redefining the turbulent business landscape

Knowledge Management Implementation in U.S. Army Headquarters: A Case Study

This case study examined the U.S. Army’s implementation of knowledge management (KM) as an integrating process within its command and control system. The research problem explored was the U.S. Army’s attempts to measure knowledge transfer using the KM Maturity Model (KM3) and KM Assessment Tool (KMAT). The purpose was to determine levels of KM maturity and knowledge barriers that affected decision-making. The conceptual approach used Nonaka and Takeuchi’s process theory for the knowledge-based firm, combined with Argote and Hora’s framework of knowledge transfer as it applied to Moore’s concept of public value. The central research questions explored the levels of KM maturity for U.S. Army headquarters and how their staff elements described knowledge transfer barriers. This study used a qualitative single case study design with eight embedded units of analysis. Analysis of archival data from the KM3 found that the average KM maturity level of the units of analysis indicated that some processes were repeatable but unlikely to be rigorous. Thematic analysis of archival data from the KMAT revealed four major knowledge transfer barriers: content management, personnel turnover, portal use, and anchoring KM in institutional governance. The findings may be used by the military to guide positive social change in its occupational structure, personnel management, training, KM policy, and technological approaches to content management. These changes, if instituted, may also enhance future decision-making by senior Army leaders, leading to efficient commitment of public resources